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The objective is to receive feedback and prioritize it internally against (1) company objectives (2)customer pains/experience (3) Quarterly Product OKRs and ship out solutions. . A feedbackloop is: part of a system in which some portion (or all) of the system’s output is used as input for future operations. Communication.
Strategy and Product FeedbackLoops. The product roadmap). What's your estimate for this item on the roadmap? These problems and questions are all about delays in the system's feedbackloops. It's time to see these feedbackloops, starting with the team. How Long Are Your Team's FeedbackLoops?
Consider the Continuum of FeedbackLoops and Decisions. Product owners might want to change the roadmap as often as every 1-10 days, but I don't see that often. Product owners might want to change the roadmap as often as every 1-10 days, but I don't see that often. Some Centralization for the Product Roadmap.
Several of my clients have various roadmap problems. They want a single product roadmap to serve all these purposes: Focus the team's work for this specific product for the short term. Yet, many of my clients want this ideal integrated roadmap. First, let's discuss integrated roadmaps and why we want them.
That leads to large and unchangeable roadmaps and a lot of emphasis on predictability. This means you can create a product roadmap and a backlog. If you can't write that down, you can't build a roadmap or a backlog. I wait to start roadmaps once I have the project portfolio. Roadmaps are tactics, not strategies.
Could a team reduce the feedbackloop durations? In Phase Gate or Other Serial Approaches… When projects use a phase gate approach or an otherwise serial approach to the project, the requirements people spent a bunch of time writing down “all” the requirements, the feedbackloops were very long.
If your team has to change what they do one month or six weeks into a quarter's estimation or commitment, the product feedbackloop is too long. Instead, consider using flow-based roadmapping. Product FeedbackLoops are Different than Project FeedbackLoops. Each product is different.
Strategy and Product FeedbackLoops Many of my middle-management and senior leadership clients want certainty about future work. That's one of the reasons they create huge backlogs and long roadmaps. Yet, even those backlogs and roadmaps don't offer certainty. However, I don't do long consulting contracts—by design.
Strategy and Product FeedbackLoops About 20 years ago, I taught a project management workshop to IT people. That's why the duration of the internal feedbackloops is so important. I used the image above in Multiple Short FeedbackLoops Support Innovation. Show them your feedbackloops and your cycle time.
I’m working on my roadmapping talk for Agile 2018. I finally had the transforming idea about how to position the talk: Roadmapping and product planning are about feedbackloops. The shorter the feedbackloop, the faster and more often we can learn.
However, the more often we deliver in short feedbackloops, the more often we can make strategic decisions. The shorter the feedbackloops, the easier it is to use what we finished to make a new decision about the next bit of work at all levels. Short FeedbackLoops Can Create More Decision Points.
We use product roadmaps to see where we want to go and the options we might take to get there. Yet, so many of our roadmaps offer only a single and certain destination. Instead of certainty, let's consider options in our roadmap—at least for certain personas. Let's use different roadmaps to show people where we are.
While a traditional product roadmap (the kind with features and dates) depicts the route a product team will take to some uncertain outcome, an opportunity solution tree depicts all the routes a team might take to reach a known outcome. Tweet This. We can call these Type 1 decisions. This means that we should make fast decisions.
In Part 1 , I said that product roadmaps are not like car roadmaps. But even car roadmaps showed places of interest—options—for the driver and passengers. Too often, I see very predictable roadmaps for managers. Predictability vs. Option Discussion for Roadmaps. More on that later in this post.).
An outcome-based roadmap sounds like a good idea. Instead of a long list of context-free features and enhancements the roadmap is constructed to accomplish specific goals critical to the success of the business. The Problem With Outcome-Based Roadmaps. But it is greatly diminished when folks are betting on unrealistic results.
According to the Futurice Customer Survey (2024), a leading digital innovation consultancy, 70% of respondents said they were likely or very likely to switch providers for a more reliable mobile app. Resource Allocation: Budget for UX improvements not as an afterthought but as a core part of your digital transformation roadmap.
Your customer success managers need to be in tune with each customer’s business and challenges and work together to create a roadmap to meet their goals. As part of that partnership, they’re going to demand more from you in terms of roadmap and key integrations. “Upmarket customers have different demands of you.
We need operational feedbackloops to consistently verify we're headed where we want to go. See the Multiple Short FeedbackLoops Support Innovation and FeedbackLoops Help When to Centralize or Decentralize Product-Based Decisions for more ideas about feedbackloops and decisions.)
However, if you have shorter feedbackloops , you might want to separate those experiments into smaller chunks. Experiments Create Shorter FeedbackLoops. Remember, the shorter your feedbackloops, the more decision points you can create. But thinking in experiments has another value to everyone.
Where do you have flexibility with your roadmap and backlog? See the feedbackloop posts.). The post How to See Business Agility: Adaptable and Resilient Management Actions appeared first on Johanna Rothman, Management Consultant. Operational agility questions: How much time do you need to start a project?
I wrote it because I'm concerned about what I see in too many supposedly agile teams: Crazy-long backlogs and roadmaps. See Manage Unplanned FeedbackLoops to Reduce Risks and Create Successful Products.) Choose When to Experiment and When to Deliver appeared first on Johanna Rothman, Management Consultant.
It was part of the early phase where India became a software powerhouse, helping the world all around accelerate their technology roadmaps. . I have always had technology as the underlying theme, whether that’s learning about technology companies in the context of consulting or financial services.
How can you prevent an overstuffed backlog, roadmap, or all those great ideas from interrupting your team from finishing its work? Instead of backlog or roadmap, start to call these ideas “options.” That's why aging is a part of the flow metrics feedbackloop on the top of this post. Those feedbackloops.)
I addressed short feedbackloops in Part 2. The place to see the roadmaps for the longer term. The more the team collaborates as a team (part 1) , and the more they normally shorten their feedbackloops ( part 2 ), and the more the team can work when they are virtual (this part), the more resilient they can be.
And why is McKinsey, the world’s premier management consulting firm, talking about it? This context is also important to share as part of the roadmap. Yet piecing together discrete increments is exactly what we ask teams to do with roadmaps. Create feedbackloops. I’ve been guilty of this myself. Good question.
Calculating your DAU/MAU through your critical event metric will give you a real-time feedbackloop on how well you’re doing at driving engagement with your product. ProdPad : product management, roadmapping and backlog software. ConversionXL : conversion rate optimization consulting and training.
Even if I had organized the data (in a roadmap or a portfolio), I would have had to take the time to work through it all. This is a reinforcing feedbackloop that reinforces longer decision times!). The post How to Assess the Value of Old Data and Its Effect on Aging appeared first on Johanna Rothman, Management Consultant.
As a proven solution for more than a decade, ProductPlan has helped 1000s of companies build more than 700,000 roadmaps and plan more 8,000,000 initiatives. Book a Consultation Enterprise Growth Platform Capabilities Unlimited Roadmaps Easily collaborate, share, and transfer between users. A straightforward solution.
I gained two benefits: releasing a complete book, and taking the time off from the consulting book to decide what I wanted to say. I'm now able to finish the consulting book. My consulting book had the same product problems as many of my clients have: The product in our head is not what our customers need or see.
That’s just a couple of questions I asked Krzysztof Szyszkiewicz and Jakub Jukowski of Valueships , a leading pricing optimization consultancy. Create effective customer feedbackloopsFeedbackloops are the key to understanding user expectations and challenges. Userpilot’s transparent pricing strategy.
In real-time workshops, I ask people to create the artifacts we're discussing, such as a project portfolio or a project charter or product roadmap. See Visible Progress and Discover Normal with all the experiments and feedbackloops.) In self-paced workshops, I ask people to send me their writing. Design for Online Interaction.
Or, you need to experiment some more with smaller feedbackloops to understand what to deliver. The more often your project can create small stories and use flow-based roadmaps , the more constraints you can accommodate. Something will happen and you will need to replan. You won't have enough time. Not all, but more.
You can create short feedbackloops with your customer. Shorten Customer FeedbackLoops. All of these reasons require shorter feedbackloops if we want to benefit from an agile approach. We need strategy feedbackloops and tactical feedbackloops. See Part 1 for more info.).
Goal visualization in a progress bar provides a clear roadmap, guiding users and enhancing motivation by showcasing achievements and remaining milestones. Gradual increments in progress trigger a positive feedbackloop, motivating users to complete subsequent steps.
A product manager’s responsibilities include evaluating ideas, setting product strategy, building and sharing product roadmaps, prioritizing features and documenting requirements, defining product releases, and analyzing and reporting on progress. This feedbackloop needs to be integrated into the product planning and development processes.
For example, product managers must translate customer insights and prioritize them in the product roadmap. When product operations managers handle this important paperwork, product managers have the information they need to prioritize and build a roadmap. Defining, documenting, and maintaining release processes.
Align the initiative with measurable business outcomes and define a clear transformation roadmap. Defining an initial transformation roadmap, one that takes into account organization structure demands, top risks, and incremental rollouts. Transformation Roadmapping. Consulting. Roll Out Strategy. Aligning teams to value.
Instead, focus on fostering a culture of communication and feedbackloops between the team. How can you position your sales team so that they are more like consultants that are hot sellers? Or you can also foster a culture of communication, of feedbackloops between the team. “Process is important.
As a trusted solution for over a decade, ProductPlan has empowered thousands of companies to build more than 700,000 roadmaps and plan over 8,000,000 initiatives. Unlimited Roadmaps Easily collaborate, share, and transfer between users. Customizable Views Create views and filters of roadmaps for specific audiences.
See Shorten Team FeedbackLoops with These Three Questions to Increase Throughput or any of the Little's Law posts to understand why.) The post How You Can Find More Ease in Your Product Development (Day 5) appeared first on Johanna Rothman, Management Consultant. By default, they work on fewer items at one time.
heatmaps, video captures from a website , customer feedback), the particular features they use, and how frequently they do so. “A A simple way to get customer feedback is a public roadmap with the ability to vote. We realized that we get a lot more user input by making the feedbackloop open and accessible.”
To develop my strategy I consulted with some of the key players (stakeholders) and the team (squad) members. Roadmap – the when. At Comic Relief we structure our Roadmaps with: Done, Now, Next, Soon and Later. For developing a high-performing team the roadmap comes in two parts, first the overarching team roadmap.
Such top-down knowledge and perfect understanding is core to the partnership based on consultancy, responsibility and strong motivation. Direct information exchange between engineers is short and straight-to-the-point, which leaves a room for facilitating communication and shortening the feedbackloop. Project’s status?—?“done”,
Align product and customer success with feature requests Collecting feature requests is a simple, yet effective way to align your product roadmap with your customer needs. This lets you collect feedback that’s relevant to their specific needs, iterate your customer success playbook, and close the feedbackloop.
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